In contemporary landscapes of organisational development and problem-solving, action learning emerges as an instrumental catalyst, making its way into diverse sectors with persistent effects. Its roots, once primarily embedded in management training, have spread across a multitude of fields – a testament to its adaptability and relevance. Whether we examine the heartbeats of large corporations, the collaborations of multi-faceted partnerships, or the broad strokes of global societal challenges, action learning stands as a unifying thread, deftly weaving congruence into complex interconnected systems.
The Accounts of Practice (AoP) in this edition are emblematic of the pervasive influence of action learning. Shi and Abbott transport us into the corridors of Guohai Securities, illustrating how this large corporation harnesses action learning for talent development, innovation, and problem-solving. Their narrative delves deep into the organisation’s internal transformation, demonstrating the potency of action learning within corporate confines. On the other hand, Abbott, Tscherne, and Weiss take us on a journey of inter-organisational collaboration, uniting three distinct entities in their pursuit of a sustainable future. Their story demonstrates the breadth of action learning’s impact, extending beyond singular organisational boundaries.
The very essence of action learning, as shown in these accounts, is rooted in the idea of reflection translating to actionable change. While the contexts differ, the underlying theme remains consistent: action learning is a powerful tool for fostering innovation, change, and sustainable development. The adaptability of action learning resonates through its application in addressing wicked problems, both within and across organisational boundaries.
The exploration of the intra-organisational, inter-organisational, and extra-organisational dimensions provides an interesting lens through which to understand the breadth and depth of the impacts of action learning, and the relationship between these two diverse accounts.
Intra-organisational relevance of action learning
At the heart of organisational transformation lies the ability to adapt, innovate, and evolve. Jiyan Shi and Christine Abbott, in their paper ‘Action Learning Helps Talent Development and Problem Solving in Chinese Companies’, offer a firsthand account of a metamorphic journey, highlighting the indispensable role of action learning in the intra-organisational realm. Their exploration of Guohai Securities offers a textbook example of the application of action learning within a single organisation to drive talent development and problem-solving. Their deep dive into the operational shifts in Guohai Securities showcases how a traditional corporate structure can leverage the tenets of action learning to facilitate change. The integration of dialogue, reflection, and evaluation in their talent development framework exemplifies how action learning doesn’t just equip individuals with problem-solving skills but also fosters innovation, collaboration, and organisational growth. This account serves as a compelling guide for those exploring the potential of action learning in corporate structures, particularly in contexts where traditional and contemporary ideologies intersect.
Guohai Securities underwent a significant internal overhaul. With a vision to revolutionise its middle and senior management development program, the organisation recognised the need for a paradigm shift, one that would integrate diverse methods, promote introspection, and cultivate actionable outcomes. Action learning emerged not merely as a methodology but as the cornerstone of this transformation. Its potency was derived from its adaptability, ensuring that the framework developed became intrinsic to the cultural fabric of the organisation.
The paper presents a myriad of methodologies integrated within this action learning framework. Dialogue, for instance, became more than mere conversation; it transformed into a tool of exploration, unearthing hidden challenges, facilitating knowledge exchange, and fostering a collaborative spirit. Coupled with this was reflection, a pivotal component that turned experiences into lessons. As participants in the program looked back on their actions, decisions, and outcomes, reflection provided them with insights, enabling them to refine strategies, realign objectives, and approach challenges with renewed vigour.
But what truly stands out in the paper is the comprehensive approach Guohai Securities adopted, including a range of components, eg. evaluations, individual development plans, coaching, and virtual action learning. Each of these elements played a distinct role, building a cohesive framework tailored to address the intricacies of intra-organisational challenges. Such challenges, by their very nature, are complex, multifaceted, and often resist traditional solutions. However, by creating an environment that promotes continuous learning, real-time problem solving, and collaboration, action learning is the ideal instrument with which to navigate this complexity.
The impacts of this transformation were felt deeply within the organisation. Action learning equips individuals with problem-solving skills and creates space for them to innovate, challenge norms, and drive change. As employees from various departments collaborate, sharing insights and jointly tackling challenges, the silos that exist within organisations begin to dissipate. The development of cross-business relationships, as described in the paper, are a testament to the unifying power of action learning, demonstrating its prowess in not just solving problems but also in bridging divides.
Inter-organisational collaborations through action learning
The second paper by Christine Abbott, Anita Tscherne, and Michael Weiss titled ‘A story of Collaboration and Action Learning to create ‘a Sustainable future’ lays bare the interconnectedness of sustainability and action learning. This paper charts the journey of three diverse organisations — the House of Sustainable Economy (HoSE), the Academy of Sustainability (AoS), and the Centre for Action Learning (CAL) — and drives home the need to align economic systems with sustainability goals. The tangible outcomes of the collaboration further support the premise that action learning, when applied thoughtfully, can bridge the chasm between theory and impactful action. The central theme of the paper is the notion of collaborative learning, reiterating that the move ‘from ego to eco’ is a collective journey.
The collaboration between HoSE, AoS, and CAL exemplifies the application of action learning across organisational boundaries. Their joint efforts in implementing sustainability projects demonstrate explicitly how action learning can serve as a bridge between diverse organisational objectives to build a collective approach to achieving a common goal or fighting adversity.
In an age where collaboration defines the pathway to progress, the intersectionality of diverse organisations presents both opportunities and challenges. Abbott, Tscherne, and Weiss’s contribution sheds light on this interplay, laying bare the transformative capacity of action learning in inter-organisational collaborations. With each entity bringing its unique expertise to the table, the challenge lay in forging a cohesive strategy, one that harmonised these differences while amplifying collective strengths. Action learning provided a framework that facilitated dialogue and understanding and fostered a shared ethos of problem-solving and innovation. Through iterative cycles of action and reflection, the collective embarked on a journey of co-creation, blending their strengths to achieve a shared vision.
Initiatives like repair cafes, eco projects, and outdoor gyms, while varied in their nature, all bore the unmistakable imprint of collaborative action learning. These outcomes demonstrate that when organisations unite, they can produce solutions that are not just additive, but multiplicative in their impact. Through action learning, traditional organisational boundaries are blurred, replaced by a fluid continuum of shared learning, mutual growth, and combined action. These boundaries are transformed from barriers into bridges, enabling the flow of ideas, resources, and organisational knowledge.
However, collaborations, especially those spanning multiple entities, are not without their hitches. Differences in organisational cultures, decision-making hierarchies, and objectives can often lead to friction. Yet, the experience of HoSE, AoS, and CAL reveals that these challenges, while real, are surmountable. Action learning acts as a common language, a mediator that helps to navigate disagreements, align objectives, and ensure that every voice, regardless of its organisational origin, is valued and heard. The iterative nature of action learning – the continuous cycle of action, reflection, learning, and re-action – ensures that ‘mistakes’ are not roadblocks but stepping-stones, guiding the collaborators towards refined, more effective strategies.
The potency of action learning in bridging organisational divides cannot be overstated. Its inherent flexibility allows it to fit the contours of diverse organisations and fill the gaps arising from cognitive, operational and strategic mismatches. However, as Abbot et al illustrate, the success of such collaborations hinges on mutual respect, openness, and a willingness to learn and adapt; the essential underpinning values of action learning.
Extra-organisational impacts of action learning
Beyond the internal structures and inter-organisational collaborations, action learning effectively addresses broader, extra-organisational challenges. Both papers subtly touch upon this. While the first paper delves into the larger implications of talent development on Chinese corporate culture and organisational transformation, the second emphasises the global need for a sustainable economic system. These are challenges that transcend single organisations or collaborations, impacting broader societal, economic, and global ecosystems. Action learning, in these contexts, provides frameworks to ideate, innovate, and implement solutions with larger cultural and humanitarian implications.
In the case of Guohai Securities, the influence of action learning doesn’t stop at the doors of the company. As large entities like Guohai adopt and champion this methodology, they inadvertently become harbingers of change in their larger corporate ecosystems. When a firm of Guohai’s stature showcases tangible benefits—be it in talent development, innovation, or problem-solving—through action learning, it sets a precedent. Other companies, in their pursuit of excellence, begin to see the merits of this approach, adopting and adapting it to their contexts. This has the potential to create a ripple effect, shaping corporate cultures, strategies, and methodologies across the sector. The localised success of one company thus becomes a beacon, guiding a multitude of others towards transformative growth.
However, the implications of action learning aren’t limited to corporate spheres alone. The partnership between HoSE, AoS, and CAL offers insights into its potential on a global scale. The quest for sustainable economic systems, as the paper emphasises, is not a luxury but a necessity in today’s fragile global context. Conventional economic structures, buckling under their inherent flaws, need fresh perspectives and innovative solutions. Action learning, with its emphasis on iterative problem-solving, collaboration, and adaptability, emerges as a promising contender to lead this charge. As organisations collaborate on projects, the benefits spill over into communities, impacting local economies, societal structures, and even policy paradigms. These projects, while specific in their objectives, underline a broader truth: Action learning can connect organisational initiatives to global imperatives.
So, where does this place action learning in the future landscape of societal, economic, and global transformations? As the world grapples with increasingly complex systemic challenges—climate change, social inequalities, or economic disparities—solutions demand approaches that are collaborative, adaptive, and innovative. Action learning, with its foundational pillars of real-world problem-solving, reflection, and continuous learning, aligns seamlessly with these demands. Its scalability, from intra-organisational contexts to inter-organisational collaborations, and further to global systemic challenges, positions it as a tool of unparalleled versatility.
Envisioning a future where action learning plays a central role, we can foresee a world driven by collective learning for the common good, where organisations, communities, and nations co-create solutions. A world where iterative learning becomes the norm, ensuring that missteps are not setbacks or political ammunition but lessons for refinement. A world where systemic challenges are tackled through united, concerted efforts.
Concluding thoughts
In this edition, we traverse the domains of the action learning practitioner, from intra-organisational applications to broader extra-organisational implications. Throughout, action learning consistently demonstrates the ability to drive innovation and meaningful change across these dimensions. Its role in inter-organisational collaboration demonstrates its potential for bridging diverse perspectives. While action learning is by no means a panacea, its adaptability and iterative approach make it an invaluable tool in our evolving organisational and global landscapes. As we take these insights forward in our individual practice, we continue to harness the multifaceted strengths of action learning to shape our collective vision of a more innovative and collaborative future.